01
Bid Problems
Bids are hard. They involve a lot of work in a short period of time with no prizes for second. That said, they don’t have to be as hard as we sometimes make them.
Over 450 competitive design submissions has given me an intuitive understanding of what works and what doesn’t in a creative environment - as well as a degree of Stockholm Syndrome.
In a world of copy paste culture, I believe the team with well-articulated original thought wins, so I’ve refined a process to create it.
I really like winning so I do whatever it takes to get you there. I typically write every word of the bid. I have the architectural and design understanding to write tailored insights and methodologies, making sure the key messaging is coherent and consistent. I can work with your process or mine, and can do as much or as little as you want on a bid. I’m fast in Indesign.
Outside of specific opportunities, I offer a range of bespoke bid coaching workshops. I’ve found demystifying the process and language of procurement, as well as sharing some tips, tricks and shortcuts greatly improves engagement with the bidding process and leads to more wins.
Scott Base Redevelopment, Antarctica
Image Credit - Hugh Broughton Architects
02
Strategy Problems
The arrival of private equity to architecture changes the underlying economics of the studio model. The wolf is at the door and it’s unclear how many studios are made of bricks.
Architecture and design is an industry in flux. I work with practices who are considering the big questions, how large should we grow? What should our ownership structure be? Should we enter a new market? How do we make that business unit profitable?
Historically, these questions tended to be answered by a group of old guys telling you what worked 30 years ago. I wasn’t sure this was the formula for success, so I collected financial data on 106 of the best global design firms. This data and my analysis is helping a new generation of leaders make decisions that will pay dividends over the long term. If you need strategy you can action, I’m your guy.
03
Brand and Communication Problems
Ever feel like you’re just saying the same thing as everyone else?
I’m willing to wager a penny that there’s a reference to designing for people, inspired by culture and something about a safe pair of hands somewhere in your latest capability statement.
Unlike in most other industries, where standing out is sought after, architects and designers typically want to fit in – to conform to the language and the dress code of a designer. As result, design brands tend to sound the same. But the competitive landscape is changing, with a host of new entrants into the New Zealand market, now is the time to be brave, to capture and own a space in the minds of clients and potential employees. Banalities be dammed.
Equal parts analytical and articulate – I use a trained eye to spot structural differences in the way each studio approaches design, differences that are authentic and lead to real value. When amplified across the suite of communication platforms, this approach creates a brand with a sustainable competitive advantage.
Image Credit: Jasmax
I led the design team responsible for the Jasmax rebrand. Awarded a Gold Pin for Large Brand Identity at Best, the work was a cohesive response to an ambition to become a bi-cultural design studio.
Image Credit: Warren and Mahoney
City of Soul is a campaign to generate renewed energy for Auckland’s CBD post covid. As Lead Author, I translated the workshop material from some of the city’s most visionary leaders into a series of design provocations. In collaboration with our internal design team, we created a compelling and raw publication that represented a significant departure from your regular thought leadership.
04
Biography
Trained in Marketing and Economics, I’m fascinated by the link between commerce and creativity. Over the past 10 years I’ve worked for Australasia’s biggest architecture studios, including Warren and Mahoney, Woods Bagot and Jasmax. I also worked in a consulting role at PwC but that’s not as impressive as it sounds. I have authored multiple articles in the Australian Design Review that focussed on my research into the organisational structures that deliver creativity and profitability.
www.linkedin.com/in/oliver-haydon-0803b237
05
Confidentiality
When you operate in a small market dealing with sensitive information, confidentiality is a non-negotiable. I share only what is publicly available and work on one proposal at a time. Managing conflicts of interest and maintaining confidentiality is critical to my ongoing success, so I take it incredibly seriously.